Home⇛Journal of Interdisciplinary Perspectives⇛vol. 2 no. 3 (2024)

The Mediating Effect of Leader Resilience Profile on the Relationship Between Ethical Climate and Leadership Competence of School Heads: An Explanatory Sequential Design

Walter P Casumpo | Jo-ann Y. Solomon

Discipline: Education

 

Abstract:

The leadership competence of school heads is among the essential elements that determine the success and effectiveness of schools. The research design chosen for the study was the explanatory sequential design utilizing a survey questionnaire, IDI, and FGD as the mode of gathering data. It aimed to determine the mediating effect of leader resilience profile on the relationship between ethical climate and leadership competence of school heads, in the Division of Davao Oriental. The participants were the teachers from the public elementary and secondary schools in the Division of Davao Oriental, Philippines. The participants in the study were long-term educators with over three years of experience who willingly took part in both the quantitative and qualitative aspects of the research, including in-depth interviews and focus group discussions. The research employed various statistical methods, such as mean, standard deviation, Pearson product-moment correlation coefficient, multiple regression, and the Sobel test. The quantitative phase results revealed a very high status in ethical climate, leader resilience profile, and leadership competence of school heads. Data also showed a significant relationship between the ethical climate and leadership competence, leader resilience profile and leadership competence, and ethical climate and leader resilience profile. The mediating effect of the leader resilience profile between the relationship of school heads' ethical climate and leadership competence showed a partial but significant mediation. On the other hand, the participants' standpoints on the salient findings of the study identified four themes with the corresponding nature of data integration: holistic ethical leadership, morally aligned persevering leadership, enduring adaptive leadership and adaptability, and ethical leadership interplay are all connecting-validating nature of integration.



References:

  1. Akpan, C. P. (2016). Leadership qualities of and administrative task performance effectiveness of secondary school principals in Akwa Ibom State, Nigeria: Teachers’ perspective. International Journal of Education and Research, 4 (6), 237-248.
  2. Allensworth, E., Gwynne, J.A., Pareja, A.S., Sebastian, J., and Stevens, W.D. (2014). “Setting the Stage for Academic Challenge: Classroom Control and Student Support.” Consortium on Chicago School Research, University of Chicago.
  3. Amir, M.T & Mangundjaya, W. (2021). Testing Resilience and Work Ethics as Mediators Between Charismatic Leadership and Affective Commitment to Change. Journal of Asian Finance Economics and Business. 8. 401-410. 10.13106/jafeb.2021.vol8.no2.0401.
  4. Azaiez, H. (2017). Differences in student achievement and principal behavior as a function of years of principal experience: A national investigation (Order No. 10756373).
  5. Balyer, A., & Gündüz, Y. (2013). A study on effects of school principals on student achievements as instructional leaders. Balıkesir University. The Journal of Social Sciences Institute, 16 (29), 107-128.
  6. Bechtel, W. (2010) How Can Philosophy Be a True Cognitive Science Discipline?  Topics in Cognitive Science/ Vol 2. Issue 3/ p. 357-366. Wiley Online Library. https://doi.org/10.1111/j.1756-8765.2010.01088.x
  7. Blair, C. (2002) School readiness: Integrating cognition and emotion in a neurobiological conceptualization of children’s functioning at school entry. American Psychologist, 57(2), 111–127.
  8. Brown, M. E., Treviňo, L. K., & Harrison, D. (2005). Ethical leadership: A social learning perspective for construct development and testing. Organizational Behavior and Human Decision Processes, Elsevier Inc. 97, 117–134
  9. Brown, M. E., & Trevino, L. K. (2006). Ethical leadership: A review and future directions. Leadership Quarterly, 17, 595–616.
  10. Bujang, M. A., Sa’at, N., Sidik, T.M.I. (2017) Determination of Minimum Sample Size Requirement for Multiple Linear Regression and Analysis of Covariance Based on Experimental and Non-experimental Studies. Epidemiology Biostatistics and Public Health, Volume 14, Number 3.
  11. Chapman, J. A. (2002) A framework for transformational change organizations. Leadership and Organization Development Journal 23 (1):16-25. https://doi.10.1108/01437730210414535.
  12. Clayton, J. and Goodwin, M. (2015) Culturally Competent Leadership through Empowering Relationships: A Case Study of Two Assistant Principals. NCPEA Education Leadership Review, Vol. 16, No. 2
  13. Creswell, J. W., (2009). Research design: Qualitative, quantitative, and mixed methods approaches. (3rd ed) Thousand Oaks, CA. Sage publications.
  14. Creswell, J.W. (2013). Qualitative Inquiry & Research Design: Choosing Among the Five Approaches. Thousand Oaks, CA: SAGE Publications, Inc. (pp 7783)
  15. Creswell, J. W., & Creswell, J. D. (2017). Research design: Qualitative, quantitative, and mixed methods approaches. Sage publications.
  16. Datnow, A. & Castellano, M. E. (2001). Managing and guiding school reform: Leadership in Success for All Schools. Educational Administration Quarterly, 37(2), 219-249.
  17. Davidson, L. (2017b) You will never make it alone. How to successfully engage your stakeholders. Association for project Management
  18. Di Pierro, G. (2020). Capacity building: is it only a matter of training? https://www.learlab.com/insights/capacity-building-is-it-only-a-matter-of-training/
  19. Eranil, A.K & Ozbilen, F.M. (2017). Relationship between school principal’s ethical leadership behaviors and positive climate practices. Journal of Education and Learning; Vol. 6, No. 4; 2017 ISSN 1927-5250 E-ISSN 1927-5269. http://doi.org/10.5539/jel.v6n4p100
  20. Erickson, A., Shaw, B., Murray, J., & Branch, S. (2015). Destructive leadership: causes, consequences, and countermeasures.
  21. Faircloth, A. L. (2017) Resilience as Mediator of the Relationship Between Negative Life Events and Psychological Well-Being. Electronic Theses and Disseration.1373.
  22. Garmezy, N. (1991) Resiliency and Vulnerability to Adverse Developmental Outcomes Associated with Poverty. Sage Journals. https://doi.org/10.10.1177/0002764291034004003
  23. Glewwe, P. & Muralidharan, K. (2016). Improving Education Outcomes in Developing Countries: Evidence, Knowledge, Gaps, and Policy Implications. In S. Machin, L. Woessmann, & E.A. Hanushek (Eds.) Handbook of the Economics Education, 2016 (pp. 653-743). (Handbook of the economics of education; Vol . 5). Elsevier. https://doi.org/10.1016/B978-0-444-63459-7.00010-5
  24. Giles, S. (2016). The Most Important Leadership Competencies, According to Leaders Around the World. Harvard Business Review
  25. Goldman, E., Cahill, T., Filho, R. and Merlis, L. (2009). “Experiences That Develop the Ability to Think 
  26. Strategically,” Journal of Healthcare Management 54, no. 6. 
  27. Gregory, D. & Huisman, S.K. (2002). A Descriptive Comparative Study of Student Learning Styles from Selected Medical Education Programs
  28. Grobler, A. (2016). An adapted measure of ethical climate organizations Southern African study. African Journal of Business Ethics, 11, 1:1-21.
  29. Hackman, J. R., & Walton, R. E. (1986). Leading groups in organizations. In P. S. Goodman, & Associates (Eds.), Designing effective work groups (pp. 72–119). San Francisco, CA: Jossey-Bass
  30. Hallinger, P. and Leithwood, K. (1996). Culture and educational administration: A case finding out what you don’t know you don’t know. Journal of Educational Administration 34(5):98-116. https://doi.10.1108/09578239610148296
  31. Hanhimäki, E and Tirri, K. (2008). The Moral Role and Characteristics of Finnish Urban School Principals. Journal of Research in Character Education, 6(1), pp. 53–65
  32. Helfferich, C. (2009): Die Qualität qualitativer Daten. Manual für die Durchführung qualita‐ tiver Interviews. 3rd edition. Wiesbaden: VS Verlag für Sozialwissenschaften.
  33. Hoffman, J. (2004). Building resilient leaders. Leadership, 34, 35–38.
  34. Jackson, L.A., Zhao, Y. Witt, E.A. & Fitzgerald, H.E. (2009) Gender, Race and Morality in the Virtual World and Its Relationship  to Morality in the Real World. Sex Roles, 2009; DOI: 10.1007/s11199-009-9589-5.
  35. Kangas, H. (2021). Spanning leader–subordinate relationships through negative interactions: An examination of leader–member exchange breaches. Leadership, 17(2), 173 190. https://doi.org/10.1177/1742715020952676
  36. Kin, T. M., & Kareem, O. A. (2019). School leaders’ competencies that make a difference in the era of Education 4.0: A conceptual framework. International Journal of Academic Research in Business and Social Sciences, 9(5), 214–225
  37. Kumar, A. and Mishra, M. (2020). Institutional Ethics. http://nesedu.in/institutional-ethics/
  38. LaMarco, N. (2019). The Top 10 signs of Poor Leadership. https://smallbusiness.chron.com/tell-good-leadership-bad-good-leaders-behave-81892.html
  39. Leigh, A. (2018). Resilience: how ethical business leaders can build their ability to bounce back. https://www.ethical-leadership.co.uk/resilience-and-bounce-back-ability/
  40. Leithwood, K. (2005). Educational leadership: A review of the research. Philadelphia, PA: The Laboratory for Student Success, Temple University Center for Research in Human Development and Education
  41. Letendre, Marie. (2015). Organizational Ethics. 10.1007/978-3-319-05544-2_320-1.
  42. Lineburg, P.N. (2013). The Influence of the Instructional Leadership of Principals on Change in Teachers’ Instructional Practices. Virginia Polytechnic Institute and State University. Published Doctoral Dissertation Least in theory. International Journal of Management, Business, and Administration. 14(1).
  43. Lozada, Jr., M. C. (2020). An Explanatory Sequential Approach in Understanding the Leadership Behavior and Competence of Novice School Principals: In Search of an Action Plan. Unpublished Doctoral Dissertation. University of the Immaculate Conception, Davao City
  44. Mackey, J., Frieder, R.E., & Brees, Jeremy, R. (2017). Abusive supervision: a Meta-Analysis and empirical review.
  45. Mahfouz, J., Greenberg, M.T & Rodriguez, A. (2019) Principals’ Social and Emotional Competence: A Key Factor for Creating Caring Schools. Issue Brief. The Pennsylvania State University.
  46. Mason, M. (2007). Critical thinking and learning. Educational Philosophy and Theory Banner, 39(4), 339-349. doi: 10.1111/j.1469-5812.2007.00343.x
  47. McEwan, J.P. (2015). Improving learning in primary schools of developing countries. A meta-analysis of randomized experiments. Sage Journal. https://doi.org/10.3102/0034654314553127
  48. Murphy, J. & Torres, D. (2014). Creating Productive Cultures in Schools for Students, Teachers, and Parents. Thousand Oaks, CA: Corwin.
  49. National Center for Education Statistics. (2017). Early Childhood Longitudinal, Kindergarten class of 2010-2011 Combined user’s manual for the ECLS data files and electronic codebooks. https://nces.ed.gov/ecls/kindergarten2011.asp
  50. Paul, H. J. (2019). Brain Based and learning Theories: Application of Theories in the Classroom. European Journal of education Studies. https://doi:10.5281/zenodo.2612887
  51. Oluremi, O.F. (2013). Management Competence; Need for Effective Professionalization of Nigeria Secondary School Principals. Kuwait Chapter of Arabian Journal of Business and Management Review Vol. 2, No.10
  52. Ozmusul, M. (2017). We Need Resilient School Leaders in the face of Chaos and Complexity1  Education Reform Journal, 2017, 2(2), 17-25
  53. Padullo, W.O. (2018). Leadership Styles, Kills and Ethical Management Behavior of Administrators in Government Higher Education Institution. Asian Journal of Governance and Education. Vol 1, Issue 1. https://journal.evsu.edu.ph/index.php/ajge
  54. Patterson, J. L., Goens, G. A., & Reed, D. (2009). Resilient leadership for turbulent time:   A guide to thriving in the face of adversity. Co-Published - Arlington VA:  American Association of School Administrators and New York: Rowman & Littlefield Education Inc.
  55. Premuzic, T.C. (2020). How to spot an incompetent leader.
  56. Schyns, B. & Schilling, J. (2015). The causes and consequences of bad leadership. Zeitschrift für Psychologie, 222(4), 187-189. doi:10.1027/2151-2604/a000185
  57. Shi, Meng & Wang, XiaoXi & Bian, YuGe & Wang, Lie. (2015). The mediating role of resilience in the relationship between stress and life satisfaction among Chinese medical students: A cross-sectional study. BMC medical education. 15. 297. 10.1186/s12909-015-0297-2.
  58. Simon, A. & LaCava, G. (2006) Strategic Thinking and Leadership: Comparing Business Leaders and MBA Students in Western Australia. Oxford Journal: An International Journal of Business & Economics. Vol 1, Issue 1.
  59. Slater, L. (2005). Leadership for collaboration: An effective process. International Journal of Leadership in Education, 8(4), 321-333. doi: 10.1080/13603120500088745
  60. Solomon, A., & Steyn, R. (2017). Leadership style and leadership effectiveness: Does cultural intelligence moderate the relationship?. Acta Commercii, 17(1), 1-13. https://dx.doi.org/10.4102/ac.v17i1.453
  61. Southwick, F., Martini, B., Charney, D. & Southwick, S. (2017). Leadership and Resilience. https://doi.10.1007/978-3-319-31036-7_18.
  62. Suryaningtyas, D., Sudiro, A., Troena, E., & Irawanto, D. (2019). Organizational Resilience: As Mediating Effect of Organizational Culture and Organizational Performance. 10.4108/eai.6-12-2018.2286329.
  63. Tai, M. K., & Omar, A. K. (2018a). A comparative analysis on principal change Leadership competencies in Malaysian high- and mediocre-performing secondary schools. Asia Pacific Journal of Education. Advanced online publication. doi:10.1080/02188791.2018.1476319
  64. Tepper, B.J. (2000). Consequences of abusive supervision. https://www.jstor.org/stable/1556375?seq=1
  65. Tirri, K. (2003). The teacher’s integrity. In W. Veugelers & F. Oser (Eds.), Teaching in moral and democratic education (pp. 65−81). Bern, Switzerland: Peter Lang.
  66. Tobin, J. (2014) Management and Leadership Issues for School Building Leaders. National Council of Professors of Educational Administration. International Journal of Educational Leadership Preparation, Vol. 9, No. 1
  67. Towler, A. (2020). Leadership competency and leadership competency models: what they are and why they matter.
  68. Wan, K. E. (2011). Understanding managerial derailment.
  69. Weeks, W. A., Nantel, J. (1992). Corporate codes of ethics and sales forces behavior: a case study. Journal of Business Ethics 11: 753-760, 1992.
  70. Weinstein, J.M. (2007). Inside Rebellion: The Politics of Insurgent Violence. Cambridge University Press. ISBN 9780521677974. https://doi.10.1017/CBO9780511808654
  71. Wenceslao, A., Misa, J.  and Tugonon, T. (2018). Leadership Capabilities, Management Competence and Performance of Elementary Public Administrators. International Journal of Innovation and Research in Educational Sciences Volume 5, Issue 3, ISSN (Online): 2349–5219
  72. Wise, D. (2015). Emerging Challenges Facing School Principals. National Council of Professors of educational Administration (NCPEA) Education Leadership Review, Vol 18 No. 2. ISSN: 1532-0723
  73. Zehir, C. (2016). The Effect of SHRM Practices of Innovation Performance: A Mediating Role of Global Capabilities. Procedia-Social and Behavioral Sciences. Vol. 235 p.  797-806. https://doi.org/10.1016/j.sbspro.2016.11.088

Tools


Copyright © 2024  KITE Digital Educational Solutions |  Exclusively distributed by CE-Logic